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~~**YEAR ENDED 31 MARCH 2024**~~ 




Introduction – Chairman .................................................................................................................................................................................1 Introduction – Chief Executive ........................................................................................................................................................................2 Trustees’ Report ..............................................................................................................................................................................................4 Management of strategic goals and achievements for 2023/24 ....................................................................................................................6 Financial review ............................................................................................................................................................................................10 Structure, Governance & Management ........................................................................................................................................................15 Reference and Administrative Details ...........................................................................................................................................................20 Directors’ responsibilities for financial statements .......................................................................................................................................21 Independent auditor’s report to the members of Poole Arts Trust Limited .................................................................................................22 Consolidated statement of financial activities for the year ended 31 March 2024 ......................................................................................25 Consolidated statement of financial activities for the year ended 31 March 2023 ......................................................................................26 Company statement of financial activities for the year ended 31 March 2024 ............................................................................................27 Company statement of financial activities for the year ended 31 March 2023 ............................................................................................28 Consolidated balance sheet at 31 March 2024 .............................................................................................................................................29 Company balance sheet at 31 March 2024 ...................................................................................................................................................30 Consolidated cash flow statement for the year ended 31 March 2024 ........................................................................................................31 Notes to the financial statements .................................................................................................................................................................32 




Introduction - Chair
At the end ol my second lull year as Chair l am delighled that Lighthouse continues to go from strength to strength and
finishes the year again on a very positive noie.
With audiences now back to pre-covid levels. we are locussed on bringing them an exciting and varied programme across
the wide range ol Arts we provide in our wonderful building. with the hope that we can not only conlinue to grow bul also
encourage more tsossover between ihe genres. Specifically, we have expanded the music programme to bring back some
of the big name concerts that Lighlhouse has been famous lor In the past with Incredible standing concert5 by Noel
Gallagher. Paul Weller filling the house. It Is striking lo attend a wonderful BSO concert one evening then see the facility
transform within 24 hours lo host a sianding concert or a complex multi-level drama sel. The Siudio Jazz programme
brings world class artists to The Sherling Studio and now has a loyal and regular fan base. Equally we are developing ihe Art
Gallery programme with some ambitious shows like the Quentin Blake illu5lralions that have both local and national
resonance. Our drama programme was very strong. particularly In the second hall ol the year. You could nol hear a pin
drop In the packed house for the 'Twelve Angry Men performance l attended. Comedy. folk. dance. opera and film all
offered highlighls throughout Ihe year.
The two siandout ' events ' ol the year were ol course our Panlomime 'Aladdin which again broke our previous record ol
Seats sold and has been awarded Best Newcomer to Pantomime at Ihe National Panlomime Awards lor actor Ben
Armstrong who played Aladdin. and our amazing summer community play SALT celebraiing Poole's fishing and Irading
heriiage which Involved over 100 members of Ihe community making costumes. singing . acting and dancing culminating in
live performances al Lighthouse. Our thanks to all ol the many partner5 who enabled Ihi5 huge proiecl to happen and be so
impactlul.
We were also preparing lor Ihe final lew concerts ol the wonderful Kirill Karabits. Chief Conductor ol the BSO. alter his
remarkable 15 year tenure with the orchestra. and look forward to welcoming Mark Wigglesworth in hi5 new role.
I believe the strengih and richness of our programme across all of Ihe Arts Is a phenomenal asset to Ihe BCP area and its
population. Particularly as our outreach to children and schools help5 bring In as many young people as pos51ble thanks
partly to our Christma5 Appeal.
As a Board we continue to focus on the susiainability of this wonderful facilily and all who sail In her. both In terms ol
building and organisational viability. To that end we are In the process ol setting up a Development Board which will
5upporl our long-term plans to ensure the building remains state ol the art. energy efficient and sustainable Into the future.
We also continue to scrutini5e the culture ol the organisation and the progress being made on our EDI Initiative5. We remain
alert io the fundiro pressures the Arts are under In general and we are extremely grateful to The Arts Council and BCP for
their continued support.
I'd a150 like lo thank Andrew Flockhart and Dougie Scarfe OBE ol the BSO lor their parlnership and encouragement
throughout the year.
Finally I'd like to Ihank my excellent Board ol Trustees and ol course the hard working and talented team at Lighthouse led
by Elspeth McBain
MT (Mary Teresal Rainey OBE. Chair of Trustees
www.lighthousÈpoole.to.uk

Introduction - Chief Executive
This year has really been a game ol two halves. The early hall of Ihe year April - September wa5 a steady but rather
unremarkable period as we audiences continue to respond to our music. drama and dance programme bul with the
cinema still struggling lo recover to pre pandemic figures.
However. Autumn saw audiences flooding back to the theatre and concert hall In response to the high-prolile programme
of recognisable drama. celebrily performers and renowned visual artists. The last 51x months ol the year was Incredibly busy
both In lerms of the quantity ol productions and performances we delivered and the number of people coming through our
doors. Audiences are now at the same level as 201912020 and Increased by 12/& against the previous year.
In total we presented 517 live events and 498 live performances. slighlly more than the previous year. although the number
of events In the concert hall were lower than expected. with less corporate and community hires. The musical Six played an
unusual ivvo week run and sold out every single seat. Lighthouse co-commissioned a new production of The Three Little
Pigs. alongside Plymouth Theatre Royal wilh support from The National Theatre. Created by the lantaStic Siull and
Nonsense Theatre Company. this beautiful work lor young children played lor 3 weeks In the studio In December. Our In-
house pantomime Aladdin broke previous records wilh 2.000 more seals sold than the previous year. We are super proud
Ihat Ben Armstrong who played Aladdin has been awarded best newcomerat the Naiional Pantomime Awards.
This year we have had a renewed focu5 on presenting original music artists and have Invested In our contemporary music
programme. Jake Bug delivered the Iirsl slanding gig in our concert hall since 2018. followed by incredible gigs from Noel
Gallagher and Paul Weller. Elvis Costello, Tony Hadley. Bombay Bicycle Club. Blue and Will Young are all appearing in
202415. We hope Ihat Ihis aspect ol our programme will conlinue In Ihe long term.
We showed 180 films and delivered 458 screenings a5 well as 70 live screenings ol drama. opera dance and visual art. We
hosied resideni orchestra BSO'S concert season as well as 104 BSO rehearsals. alonggide the digital streaming of their
programme that c¢￿tInues. As part ol our commitment lo artist development. we provided space for 25 arlists lo develop
their praclice with 23 day5 of studio space. accommodation and travel support through our Sanctuary programme.
Our large-scale community engagement project 'SALf was a hugely ambitious community play Ihat saw the concerl hall
transformed Into Poole Quay and Si John5 Quay In Newloundland. Devised and directed by as50Ciate arlists Angel Exil
theatre company. and produced by Lighthouse. this was a 51gnilicant undertsking. with over 150 people involved as actors.
costume makers. singers and backstage support. All the lighthouse team gol lully behind Its delivery and success. This was a
transformative projeci for many of the participants.
Lighlhouse is also a venue lor commercial non artistic events. and l am delighted to have been awarded the Best Busine55
Events Venue at Ihe Soulh West Tourism Award5 2024 - the second year running. l am particularly proud that Lighthouse
has been crowned winners of Ihe Best Place to Work Award ai the East Dorset Business Awards. We pride ourselves on our
workforce and Ihi5 award recognise5 that.
Lighthouse receives public funding as an Arts Council national porllolio organisation INPOI and from the local authorily
BCP Council. In challenging financial times lor local aulhorities. we are especially graieful for their continued support and
endorsement ol our work. A reduction of 10/0 In BCP council funding In 2024-25 will mean that we will have to work even
harder to Increase our Income generation to enable the continuation of our work with our community.
Support from Individual donors and sponsors ha5 given us much needed funds for our learning and education work. a5 well
as continued updaies io our building and equipmeni. Our Christmas appeal once again exhibited the generosity ol our local
community and funds raised have enabled thousands ol young people and local families to access performances and
participation in the arts. We are continually delighled and humbled by people's generosity. even when lacing uncertain
finances themselves.
Our Board ol Trustees oller their expertlse and time to Lighthouse voluntarily and we are hugely grateful to all that they do
lor us. Our Chair. MT Rainey OBE. continues to lead and develop an Incredible board of arnazing people. Sadly. my Head ol
Programming. Tim Colegate Is leaving u5 alter almost 5 years. My personal thanks to him lor a huge contribution to
Lighlhouse. bringing new works. new artists and new ways of working to the organisation as well as co-producing ihe
Pantomime wilh me. He has been a terrific colleague. and we wish hirn well In h15 new role as Director of Productions at
Wolverhamplon Grand Theatre. Recruitmenl is underway lor his replacement. They will be dillicull shoes to fill.
We are so pleased that John Baker will join us this summer as Head of Audiences and Communication. bring a huge
amount ol experience and expertise the role.
Sue Lloyd has joined us as Head of Development. a new role of to drive forward our fundraising and business development
strategy.
www.lighthousÈpoole.to.uk

This has been a very busy and highly pressured year as we have worked hard to regain audiences. entice producers to bring
their shows lo the South Coast and to ensure that the cosl-ol-living pressure5, enormous ulility price rises. standslill
funding and W￿ge increases are mitigated wilh Increased Income generation. continued efficiency whilst ensuring a very big
welcome to everyone who attend5. or uses Lighthouse. This Is a leam effort and team Lighthouse have worked hard with
gkill. humour, and enthusiasm and this has resulied in a strong financiaL artistic and communily engagement outcome for
the year lor which l am truly grateful.
Thank you to them and every one ol our Lighthouse family. friends. audiences. partners. donors and lunders.
d ILllL--
Elspeth McBain. Chief Execulive
www.lighthousÈpoole.to.uk

Report of the Directors
Trustees. Report
The Board ol director5 of Poole Art5 Trust Limited and
Subsidiary Company present Its annual report and
financial staiements lor the year ended 31 March 2024.
The directors ol the trust are Its trustees lor the purpose
of charity law and throughout this report are colleclively
referred lo a5 It5 directors.
establish the region as a vibranl place to live. work and
Supportin9 our Community
We are dedicated to mainlaining our iconic venue to
creale a brighl. sale and environmentally responsible
facility, wilh a range of attractive amenities. aciivilies and
cullural opportunilies the community can be proud of.
Reference and administrative
details
Values
Poole Arl5 Trust Limited is a charitable company limiled
by guarantee. It is registered as a charity Ino. 275961
England and Wales) and as a company Ino. 013683251.
The address of Its registered ollice. details ol directors
and principal external advisers are shown on page 20.
We have reviewed and updated our values In consultalion
with our whole 51all team and developed Ihree key
principles that we apply to all that we do.
Aspirational
We passionately believe In the power and Ihe value of
Lighthouse. We believe that bold. audacious arts can
enrich and inspire the lives ol our community Ihrough
ghared cultural experiences. We are up lor Itl
Objectives and activities
The objecls ol The Trust are to presenl a rich and well-
balanced artistic and enlertainmenl programme to help
develop the tastes and expectations of the people of
Poole and ils surrounding areas. The Trust also aims to
provide audience5 Wlth opportunitie5 to experience. learn
and participate in a wide variety ol complementary
Welcomin9
We are a friendly and inclusive organi5alion that is
collaboralive. open. and responsive. We welcome our
siall. volunteers. artists. audiences. partners. and our
communily and work iogether ellectively and ￿feLY.
ensuring that teamwork is at the heart ol everylhing we
do.
Vision
Excellence
We strive lor excellence in every aspect of Ihe work we
creale and present. our workforce and our delivery. to
ensure quality remains high and consistent.
A nationally significant and regionally important multi-
art5 venue that Is one ol the cultural gems ol Dorset. at
the heart ol our communily and locally loved. A dynamic.
vibrant place where people feel inspired. entertained.
welcomed. and where artists and performers feel
supported and empowered to do their best work.
Principle Aims
Mission
Lighthouse s principle aims are to..
To provide the community ol Poole and the wider reg10n
with a vibrant, diverse. and relevant cultural programme
of live performances. film. engagement. and
participation. Ihat enlertains. moves. surprises. and
challenges our audiences through an ever-changing
programme. which stretches from the popular and
familiar to the ecleclic and Innovative. reflecting and
respecting the breadth ol their Interest5 and their trust In
us.
prwramme and vellue
for our community to
eDIoy
Supportin9 Artists
Lighthouse is here to enable and encourage established.
emerging and experimental artists to create. rehearse and
perform their work. using our world clas5 lacililies to
inspire and delight those who encounter il and support
the national arts ecology.
workforce and our
community lo develo
Maintain a Worfd Ckiss
8uildirwJ
creative 5ecior
Supporting Culture
As an active and collaborative partner with other creative
organisations. Lighthouse Supports local strategy lo
www.lighthousÈpoole.to.uk

Report of the Directors
Strategic Priorities
audience numbers remained below expectation until
Summer 2023 and while the audience has not fully
recovered to pre-pandemic levels. we are now observing
closer to a SYD reduction against expectalion as opposed
to the nearer 15/p ol the prior year5 and first half of this
year. Our observaiion Is that audiences increasingly value
the unique live experience5 available at Lighthouse.
Our current busine55 plan cover5 Ihe live years from April
2022 to March 2027. These are the areas we will be
locussing on over the next few years".
Delivering a wide-ranging and great arts
prograrNme
Retaining. building, diversifying. and growing our
audiences
Developing creative people through Lighthouse
Academy
Conneciing wilh our communily
Improving equity. diversity. inclusion
belonging
Delivering an environmental sustainability
strategy
Building financial resilience and ellective
resources
supporb.ng the cultural strategy ol the region
Our audience has always been both urban and rural.
Poole has both high wealth and areas of significant
deprivation with 32/D of the town's population in the
lowesl socioeconomic groups In the country. Accessible
ticket prices, good communications. an ambitious
Creative Engagement ieam. and an increase in the use of
digital lools are enabling us to reach further into these
communities. The organisation has always been careful
to maintain allordable ticket pricing to ensure that access
io its events and programme are not restricied. In ihe
year ended 31 March 2024 Ihe average ticket price was
£21.8512023. £20.98).
Pre-pandemic the organisation invested In a ticketing
and sales review with the aims of bolh maximising earned
income and improving accessibility. The result ol this
inve5lment was that some tickets did become more
expensive. but a significant proportion became cheaper.
The overall result Is a more resilient. lorward-looking
organisation. Al the point the pandemic hit the posltion
was growing stronger. and the lalter months ol this year
give us confidence that the financial effecis ol the
pandemic are now ￿rgelY In the pa5l.
These will be achieved by..
Developing our people
Building our profile
Environmental Sustainability
Increasing fundraising £1 commercial Income
Developing digital and IT
Public benefit
Creative Engagement under the Lighthouse Acaderlly
banner. are key paris ol our vision, enabling us to support
our community to develop cultural career pathways.
participate in cultural activity. extend our reach to the
local community. meel the needs ol specific local
groups, and build local and regional partnerships with
education provider5 and regional arlists.
The wide variety and diversity of a high-quality live arts
programme enriches local cultural life and individual
growth and development while feeding community
interaction. economic prosperity and the national and
international profile of Poole. Dorset. the wider
region.
During these dillicult tirNe5. where Ihe cost-ol-living and
inflaiion crisis has Impacted life so fundamentally. the
ongoing Importance of Lighthouse providing all ol these
things continues to be ernphasised. The venue and
organisation s connection lo ils audience. 51all team and
performers has been galvanised In such a way Ihat Ihe
benefits will be ongoing lor a considerable period.
During this year we have provided 540 session5 for over
3.731 participanis aged 0-19. Please gee further deiails re.
Achievement 2 - Retaining. Building. Diversilwng
Growing our Audienceson page 6.
The organisation has always worked closely with schools.
colleges and universilies ollering ialks, mentoring and
project participation opportunilies. 3.738 schools ticket5
and 127 complimentary teacher tickets were Issued. 25/.
ol our work is lor children and young people.
Poole Arl5 Trust continues to be committed to providing
an ever more accessible programme," this is delivered
through a number ol Inilialives and policies. The
performance and meeting spaces offer local artists.
community organisations and commercial businesses
unique facility In which to perform ancl meet. with a
51gnilicanl proportion ol the programme dedicated lo
community performances.
We operate. and continue to grow and develop. a
comprehensive acces5 policy. ensuring that all sectors ol
the community can experience our building and
programme. Thi5 year we developed online booking ol
lickeis under the accessible tickets scheme. At the end of
March over 2.10012023.. 6001 members had signed up to
the scheme and the number 15 continuing to grow.
Despiie the wider challenges. ongoing Investment in our
programme. website. ticketing system. staff teams and
cafe facilities have enabled growth this year. The previous
years Installation ol cinema equipmenl in the Theatre
(the launch of'siage on Screen. represents Dorsei's
largest and highest spec independeni cinemal has also
had a positive Impact. It Is important lo acknowledge that
Our parlicipation in the BCP Council Access to Leisure
and Learning scheme continues ensure financial barriers
are reduced for many on low Incomes. Nearly 25/0 ol all
our visltor5 benefit frorN specifically sub51dised or
discounted tickeis during the year. We also provided
www.lighthousÈpoole.to.uk

Report of the Directors
2.72612023.. 1.7311 free companion seat5 lor disabled
patrons.
within 3/0 of what we might have expected It lo be pre-
pandemic.
Specific activitie5 include Ll dementia film screenings anol
13'Silver Screen, events. as well as relayed performances
for audience members with autistic spectrum conditions.
Sensory. corNmunication or learning dillicullies and
anyone who would benefit from a less formal
environment.
BSO are our most significant partner and the good
vvorking relationship with Ihe orchestra coniinues and is
underpinned by the Residency and Service Level
Agreements which reflecl both the financial pressure5 on
Lighthouse following several years of diminishing grant
from BCP Council. These have been renewed Ihis year.
We have been delighted to continue to supporl the
orchestra 5 adoption ol streaming to engage with and
grow new audience
We have referred to the guidance contained in the
Charily Commission s general guidance on public benefit
when reviewing our aims and objectives and in planning
our future activities. In particular. the directors consider
how planned aciivilies will contribute io the aims and
objectives Ihey have set.
This year's programme was packed with highlights
including, 5reakin' Convention.. Extraordinary Bodies
Waldo's Circus.. Noises Off.. Six.. The Woman In Black.. The
Nature of Forgetting. Giovanni Pernice". The Full Monty,
SAL T.. An Evening with Miriam Margolyes.. Grayson Perry..
Jake Bugg.. and Noel Gallagher's High-Flying Bird&
Management of strategic
goals and achievements
for 2023124
We were also delighted to be able io present our third
completely sell-produced traditional Christma5
pantomime. Aladdin. which played to record breaking
audiences. Despite the uncertain outlook. audience
members were as keen as ever to enjoy the wonderful
show at Christmas-time.
Throughout the ongoing challenges ol the current year.
we have continued to pursue the organisation'g curreni
5tralegic priorities Isee page 51.
The panlomimewa5 nominated al the National
Pantomime Awards, with our Aladdin. 8eniamin
Armslrong, winning Best Newcomer.
With the 5lill ongoing Inflation I cost-ol-living cris15. It's
impact on costs and recruitment. the organisation s post-
COVID recovery has been gratifying bul hard won and
remains subject to notable caution. We are enormou51y
grateful to all those who supported Lighlhouse financially
to weather the COVIO storm and Inve51 in the measures
operate in the new and ever-changing environment.
Achievement 2 - Retaining,
Building, Diversifying and Growing
our Audiences
Achievement l - Delivering a wide-
ranging and great arts programme
Audiences have remained loyal and engaged and
Lighthouse has bucked the trend that other venues have
experienced and atlendances are very nearly back to pre-
pandemic levels seen in 2019-20.
Historically. our programme is significant. broad. and
diverse and our '80120 Vision underpins how we deliver
this. Through this vision we continue to take more
ownership ol Ihe work we presenl.. 80/0 ol our work 15
received. bui at least 20/tr is self-produced or enabled by
Lighthouse. Lighthouse 15 well-known lor its diverse
programme and high-quality output.
Our ongoing programme is specifically designed to
appeal to a diverse range ol visltors from across Poole
and the South-west. Children and Young People and
people of diverse backgrounds IBAME, LGBTQ+.
disabled) are a priority. 25/D ol our programme is aimed at
children and ￿Ung people and families We conlinue to
enable Oorset School ol Acting and Stsgewise to oller
Iraining opportunilies to young people from ihe venue.
Even before the pandemic. the Impact of Ihe economic
downturn thal commenced In 2008 forced many
companies to change and adapt their busine55 models to
survive. One way that Lighlhouse responded was by
actively supporting work from exciting non-mainstream
companies developing opportunities lor new ialent with
real ambition. expanding the programme lor younger
audiences whilst a150 honing our own producing and
creaiing skills.
Our in-depth work wilh Arts Council England's Illuminate
project profiles audience data annually. This maps our
iargei audiences to suppori art-form and organisaiional
benchmarking againsl other venues. consortia. and
geographical areas. Approximately 40% 01 our users are
based in Poole, wilh the remainin9 601. largely travelling
from across the 50Uth coasi and 50Uth west. Previous
data analysis shows that bookers from the BH area
equate5 to a 23/. household penetration rate.
The Successes Lighlhouse had achieved despite financial
challenges were because the work delivered met the
needs of audiences by providing access io the best
national work within their locality. A relentless focus on
delivering the best work means thal attendance Is now
The central desire to be a genuinely inclusive venue at
the service of the community Is reflected both In our
ticket prices and our continued commitmenl to ensure
www.lighthousÈpoolÈ.to.uk

Report of the Directors
everyone. locally and regionally. has access to the unique
and vibrant experience Lighthouse has to oller.
as we seek to lead in growing both talent and Poole's
culiural Identity and to ensure the building is utilised even
while closed to the public.
With such a broad range of events. genres. scale. and
gpaces our coniinuing challenge Is to maintain our
existing audiences. who are strong. loyal repeat
attender5. whilsl both finding new audiences and
encouraging them lo slay with us and encouraging
repeat bookings from one-time visitors.
This year the Sanctuary programrne welcomed artists as
diverse as Ri Baroche. Jasmine. Drop11. Playwell Theaire
and Dorset Scriptwriters. It will return again In Summer
2024.
The weekly 'Training Tuesday supports Ihe development
of young performers as well as older visual artists and
singer5 Wlth six Independent groups accessing heavily
subsidised space to provide workshops each week.
Filling all available capacity would require 50/0 ol the
adult population within a 45-rninute drive time lo attend
at leasi once a year. The challenge now Is to Improve this
penetration ol the local calchment.
Please see Achievement l - Delivering a wide-ranging
and great arts programme lor a wider list of comrnis5I0ns
and co-producing partners.
Our new business plan considers Ihe impact ol digital
technology on the reach of our audience developmeni
Strategy.
Achievement 4 - Connecting with
our Community
Achievement 3 - Developing
Creative People Through
Lighthouse Academy
Lighthouse provides a significant range ol opportunities
lor people of all backgrounds within our community lo
lake part In a wide range ol cultural activities. see
inspiring. entertaining. thought provoking and exciting
performances through a high-quality cultural
programme. Our audiences are engaged, curious and
eager to get closer to the artists. the creation process
and the Ideas that are presented. The pandemic
increased our resolve to ensure that Lighthouse Is
relevant lo and provides opportunities lor and In our
community. We will offer unique opporlunities io engage
with the artlSts and creatives who make this work and
develop a deeper understanding ol the arts.
The expanded and rebranded Lighthouse Academy was
formally launched at a reception on 21 June 2023.
The Lighthouse Creative Engagement programme goes
from 5lrength to strength and we continue lo develop
our relations wilh schools. arlists. and our local
community. As well as a lascinaling programme ol
outreach from visiting artists. workshops and pre- and
Post-show talks we have developed a range ol bespoke
new programmes of our own.
The Young Writer5 and Young Technician's programmes
are now celebrated rnainstays ol our annual calendar.
With both schemes helping incredibly talenied young
people develop their ski115. To this we have added junior
writer5. Pipeline and the Young Producers programme.
To deliver Ihis goal weworked closely with Angel Exit
Theatre Company to produce SAL T.. A Community Play
for Poole. with over 150 participants from our local
community, many partners. sponsors and lunders getting
behind il. S performances took place In our concert hall.
promenade 5lyle in July 2023. with additional pop up
performances In the centre ol Poole.
We have continued lo develop the 'Partner Schools
programrNe- a lormalised, two-way. relationship
between the organisalion and applicant schools to bring
parlicipation and education opportunities io local
youngslers and have invested In an additional team
member to support Ih15 and the wider creative
engagement programme. This has proved enormously
valuable. wilh 25 school now participaiing and with a
notable uptake In Ihe level ol commitment and
engagement. inspiring pupils and connecting them with
the extraordinary work Lighthouse has to oller. In the
current year we again increased the number of
participating schools.
We are actively expanding our outreach programme as
we are committed io responding to the needs ol our
communily, extending the activities that we offer and
developing new connections and collaboration5 Wlth
communities that we have not yel had link5 Wlth. and the
diverse communities who have an estsblished cullural
programme acros5 the BCP region.
Our aim Is lor Lighthouse to be the creative hearl ol the
local community through a broad and far-reaching
cultural provision that is relevant. iargeted and
particularly 5upporl5 young people lo connect with
cultural activitie5 and experiences.
Lighlhouse enabled two newly commissioned pieces ol
work, specifically targeted and developed lor our
audiences and the benelil ol the region.
Lighthouse has a unique position to provide significant
cultural experiences to our communities. lo support
young people and children lo access Ihe arts and to
ensure thai our BCP region is culiurally vibrani and
residenl5. Vlsltors and those who work here can acces5
We also 5upporled 25 artist residencies through our
Sanctuary programme. providing research
development and rehearsal space and financial support
www.lighthousÈpoolÈ.to.uk

Report of the Directors
high quality arts and culture within their own
neighbourhood.
introduced British Sign Language IBSLI inlerpreled
performances of ihe paniomime.
To this end we continue lo invest In our Creative
Engagemenl team who develop and deliver our outreach
and learning programmes from this year s community
play. SALT. and Poole Pride next year lo Lighthouse
Academy. the partner schools programme. and beyond.
these are increasingly vilal parts ol our work. Further
additional funding Is necessary to bring the programme
to it5 lull fruition and the Development leam are working
hard to support thi5 ambitious programme.
Lighthousejoined the Dorset Race Equality Council and
the LGBT+ Network lor Change (previously LG8T Dorset
Equality Neiwork) in 2019.
Achievement 6 - Maintaining a
World-class Facility
The award-winning building remains the locus ol all our
aclivily and Is recognised as an invaluable facility which
directly benefils the community locally and across the
region.
Achievement 5 - Improving Equity.
Diversity, Inclusion & Belonging
As the shift in emphasis brought about by the last lew
years gathers pace. we will be aclively seeking to deliver
work via digiial technology and io expand. in our
planning. what it means to operate a geographically
rooted venue In a digital environment while pursuing a 10
year master plan lor true environmental 5usiainabilily.
The arls as a whole and Lighthouse In particular are
actively confronting Ihe inequalitie5 thal exisl within the
5eclor. particularly around race and disability. Nationally.
one of the Arts Council's key priorities is diversity in
programme. artisls. stall. and audiences. This covers a
wider range ol protected characteristlC5. including race.
The exlensive 2015-17 capital projecl wa5 driven by a
desire lo make Lighthouse more open to the local
community whilst al the same lime 51gnilicantly
enhancing the facilities for Ihe performing artisis. The
wide range of educational projecls and community
activities underlaken following the completion of the
project Is testamenl to Its huge succes5. The
refurbishment has ensured that Lighthouse Is enjoying a
continued role at the heart of the local corNmunily.
Having reiained and progre55ed In our Investors in
People IIIPI accrediiation. our 5ts11 continue lo receive
detailed training and mentoring. with a variety of specific
programmes In place to ensure
in line wilh our values
the custorller experience at Lighthouse Is second-to-
none.
Lighlhouse understands that it has a fundamental
responsibility to ensure that representation from the
wider UK demographic is seen both within the stall and
volunteers as well as the artists and creatives It pre5en15
and engages.
Lighthouse continue5 to build decisively on the Strategic
plan for equalily. diversily. inclusion & belonging IEDIBI.
Following completion ol the AMA'S Breakthrough
programme underlaken by all ol the SMT. our locus will
continue to be on race and disabilily lor the lime-being.
and this will be supported as we progress into 2024125
by the recently and newly Introduced comprehensive
EOIB Policy.
We have continued to support Internships In Ihe
Marketing team. We are always delighted when we See
our Interns go on lo build further on their Iraining with us
or with employment elsewhere in the secior. Our stated
aim is lor participants from the Young Technicians
programme lo be provided with ongoing opportunities In
the organisation once they have completed their course.
We are also pleased to host school-age work experience
sludents throughout the year.
Ethnicity across the organisation has increased from 8%
of the workforce Identifying as other than White British lo
14% in 2024 which is a significant shift.
We are committed to ensuring that our work represents
the cultural diversity ol the UK as a whole.
nolwithslanding the comparative levels of diversity in the
region Itself. which Is Increasing. 5/0 ol our received work
might be considered targeted for the global majorily
We aspire to continue a programme ol audio described
and captioned performances as well as touch tours. We
offer relaxed performances where the environment has
been specifically adapted for families wilh children with
an Autislic Spectrum Condition. Individuals with sensory
and communication disorders. Ih05e wilh learning
disabililies and anyone who would benefit from a more
relaxed environment. This includes both paniomime and
orchestral performances. amongst olhers. We
Purple Seven analyiics has long been a key element of
our customer feedback process. This system capiures
feedback on both performances and the venue and ha5
given tremendous Insight. Thi5 feedback and the related
inveslrnent In training. lacililies and mentorship Is proving
vital In growing customer service and is seeing the
Lighthouse oller go from strength to strength. We also
continue to monitor social media to evaluate
' Southwest Community Building Category. 2018 Royal
Institute ol Charlered Surveyors IRICSI awards.
www.lighthousÈpoole.to.uk

Report of the Directors
performances. Including Facebook. Twitter. and Trip
Advisor. amongst others.
than expecled attendance In Ihe latter hall of 2023-24
have enabled a posilive result Ihis year. There is
continued concern throughout the industry thal this level
of demand Is not 5UStainable Into the new financial year.
and that results will therefore now regress In 2024-25.
Lighthouse is a large building and we have committed lo
reducing our energy and carbon outputs wherever
possible. We have made all practical improvements In
reducing our carbon footprint and our building continues
to surpass benchmark expectations lor our industry
Sector In lerms ol Its energy efficiency.
Achievement 8 - Supporting the
Cultural Strategy of the Region
The global environmental situation Is ol increasing
concern and significance lo the art15lic community. and
we are conscious ol our responsibility to play our part In
addressing ihis.
The cultural strategy lor the region continues to evolve
51nce the merger ol local authorities Ihat now combine
io make up BCP Council and the funding crisis that this
and many other local authorities are now having to
contend with. Lighlhouse has laken a cenlral role in
working to ensure arts and culture in Poole remains
central to the council'5 objectives.
Lighthouse is developing a comprehensive sel ol aclions
and targets that are informed by data analysis with a view
io reducing our environmental Impact and being
5U5lainable in the lulure. Responding to the arl5 sectors
programmelcampaigns on the global environmenial
51tualion. Major projects will be planned sequentially over
Ihe course of Ihe business plan wilh smaller projects
delivered by olher teams across Lighthouse. Every
decision we make as an organisation should consider
best 5uslainable practices.
To thi5 end. L1ghthouse and BSO proposed Ihejoint
working programme with the local authoritie5 and Arts
Council which wa5 sponsored by ACE as the Cultural
Enquiry. and evolved into a separate. formal. 'Cullural
Compact. across the whole conurbation and wider
region. Significant work has been undertaken to advocate
lor the continued role of the Compact In 5upporling the
cultural Siraiegy of Ihe region. despiie the significant
ongoing financial challenges and loss of funding.
Organi5alional procurement policies now ensure internal
processe5 prioritise 5UStainable and environmental
practices and external consuliants are in the middle of a
high-level review of whal specific iechnologies may be
targeted to Implement significant change in the
organisation's carbon footprint. Thi5 will result In
detailed report and set ol actionable recommendations
teniatively under the banner. Towards Net Zero.
The financial challenges laced by BCP council has led to
a reduction In funding lor cultural organisations. as well
as a reduclion In siall re50urce5 lor culture.
Ensuring we have a healthy workforce ha5 become a
major priorily posl pandemic and the siall wellness
programmevvhich was Introduced in June 2021 has
gone from strength lo slrength. The organisalion
appointed ils first Iwo Menlal Health First aider5 in
November 2021. Progressive additional Intakes have now
been Inducted and three current first-aiders are providing
an invaluable role throughout the organi5ation.
Achievement 7 - Enabling through
Financial Resilience
The financial impact ol rising labour. production. and
overhead expenses. have added to the challenge5 01
austerity and funding cut5 laced In Ihe last lew year5.
The support we received from the CJRS. Additional
Restrictions Grant IAdministered BCPI. ACE ErNergency
Response Fund and DCMS Cultural Recovery Fund has
Supported Lighthouse to be In a more resilient POSltion
to address ihe challenges of recovery post-pandemic
and the current ongoing challenge of Ihe cost-ol-living
and Inflalion crisis.
The organisation was scheduled to return to its previous
financial strategy ol building reserves through ongoing
and Increasing annual 5urplu5es from 2024-25. but better
www.lighthousÈpoolÈ.to.uk

Report of the Directors
Financial review
Year ended 31 March 2024
The Consolidated s￿tement ol Financial Activities (SOFA
page 251 for this year shows incoming resources from
unrestricted operations tolalling £6.270.60212023
£5.436.3531 and total unrestricled resources expended
ioialling £6.245.65112023 - £5.455,4581. This resulted in
a surplus ol E24.97112023 - delicil of £19.1251 before
transfers.
We also remain a key asset to Ihe BCP Council who is
our other major lunder. who have also confirmed a granl
funding. albeit with a IO% reduction. lor the year
commencing l April 2024. The subsequently confirmed
memorandum of understanding with BCP Indicates the
expectation that this funding will remain siatic lor the
following Ihree years.
The gurplus. together wilh transfers reanalysed from
Artistic Risk Reserve. was added to unrestricted reserves
resulting In unrestricted reserves carried forward ol
£1.433.40312023 - £1.S96.4321
Our delivery aims. remain robustly centred on delivering
each ol these primary lunders cultural objectives.
181.373The number ol tickets sold lor events at
Lighthouse12023.' 161.3941
In line with the overall strategic planning of the
organisation. the board acknowledges these result5 are a
positive slep in the ongoing proces5 01 growing and
maintaining full financial resilience and look forward to
the lurlher results adding to this posilion In subsequent
years. following the current cost of Living cri51S.
376.552 Number of seats available12022.. 367.5531
Turnover li.e.. total incoming resources not including
voluntary and Investment Incomel lor the year ended 31
March 2024 was £5.444.855. compared to E4.608.L89 in
the prior year.
In respect ol the events programme. the SOFA reports
that unrestricted Income was £4.000,83012023
£3.360.3481 which. alter deducting the cost of the events
programme of £5.416,01612023 - £4.693,3401 leaves a
trading deficit of £L445.18612023 - £1.532.9921. We are
gralelul lor grant income support from our principal
51akeholders of £779.51012025 - £785.9941 which. along
with our trading income. was matched against Ihis
The organisation ha5 been succe55ful in being retained a5
a 'National Portfolio Organisation. of Arts Council
England for the periods ending 2023-2027. Support Is
provided al a standstill due to the ellect of overall cuts In
funding by the Department of Culture. Media. and Sporl.
We are graielul for their continued support.
www.lighthousÈpoole.to.uk




**----- Start of picture text -----**<br>
Bars,<br>Catering,<br>Trading Co<br>Merchandising, etc.<br>13%<br>10% Grants -<br>Arts Council<br>England<br>6%<br>Grants -<br>BCP Council<br>7%<br>Other direct<br>programme income<br>15%<br>Ticket Income<br>42%<br>Rental Income<br>7%<br>**----- End of picture text -----**<br>


www.lighthousepoole.co.uk 

**11** 






**----- Start of picture text -----**<br>
Trading<br>Co Bars,<br>9% Catering,<br>Merchandising, etc.<br>9%<br>Support Costs<br>16%<br>Marketing<br>& Publicity<br>8% Direct<br>programme<br>& Event Costs<br>48%<br>Establishment<br>Cost<br>10%<br>**----- End of picture text -----**<br>









www.lighthousepoole.co.uk 

**12** 



Report of the Directors
The Trust 15. as always, very grateful lor the support and efforts of Its volunteers. During Ihe year. the volunteer Front of
House team continued to actively support the daily activity of the organisation. The board continues to meet regularly and
to further support at Important decision points. The table below estimates Ihat 2.352 volunteer hours were provided during
the year12.023.' 1.9531. If this Is very conservatively valued ai £70 per hour lor Board members and £10.00 lor other
volunteers thi5 amounLs to £36.24012023.' £33.2101.
Hours
212
2.140
2.352
Board members
Volunteer Stewards
Ti>tal
Comparison of annual volunteer hours..
4.000
3.000
2.000
1.000
Governance ll Hosts
Poole Arts Trust rrrading) Limited
Subsidiary addre5S'.
Lighthouse. Poole's Cenlre lor Arts
Kingland Road
Poole
Dorset BH15 IUG
Results..
We are grateful to our ongoing hirers for their loyalty. patience. and suppori during the ups and clowns of ihe previous years
and look forward welcoming to Lighthouse once again in the new financial year.
www.lighthousÈpoole.to.uk

Report of the Directors
The aclivily of the controlled company consists primarily ol room rentals and relaled h05pilality. These are a vital parl ol our
earned income stream and though minimal. are shovvn in the consolidated regulis as In previous years.
The year s trading total turnover increased notsbly from £758.331 to £834.709.
The surplus lor the year amounted to £132.34512023. £203.1891.
Plans for the future
Challenges. aims & objectives for 2024-25
The continued challenge for 2024-25 will be to complete the task of rebuilding demand post-pandemic. amid a
significant cost-of-living and inflation crisis. aiming all the while to deliver on deliver on our overall business plan and
then move Inlo a period of growth. We are particularly concerned about the role utilities C05I5 play in the overall cost
base. the necessily for sub5lantial fundraising lo lully deliver on the promise ol Lighthouse Academy. and the
continued challenge ol recruiting skilled staff.
To invest substantially in the diversity of the organisation. its programme. stall. and audience. We recognise there is
always more to do In making Lighthouse accessible lo everyone. audiences. stall and art15t5. we would aspire and
hope to reach.
To successfully build Lighthouse Academy as ihe new umbrella lor all Creaiive Engagement and Artisi Development
activity for the organisation. This Include5 fundraising lor and the delivery of an enhanced programme of work.
Developing and maximising engagement and fundrai51ng opportunities. to further support the creation and
development and delivery of Creative Engagement programmes for the benefit ol fulure generations ol practilioners.
audiences. and stall.
Maintaining and building cash reserves to further mitigate business risks and support overall chariiable objectives.
The pandemic served to underscore the relative frailties of this ambition. but il remains a core aim ol the organisalion
to build and maintsin reserve5 to provide resilience and grow as an organisation.
Maintaining ihe building and improving fabric. access, and facilities. This will include investment in the Concert Hall.
technical equipment. the Beacon Eatery. IT syslems and Front ol House areas.
Developing the next stage ol our Environmental su51ainability plan.. a deiailed report and action plan setting out as a
buildin9 and organi￿tIory our roule lo Net Zero.
www.lighthousÈpoole.to.uk
14

Report of the Directors
Structure. Governance & Management
Organisational Structure
The directors who have served during the year and since the year end are set out below. Direciors are appointed for a
period ol three years and are Ihen eligible lor re-appointmenl lor a further three year& 11 a director holds a second period ol
office. then on the expiration ol that second period ol office the director shall not be eligible lor re-election lor al least one
year unless a third term Is exceptionally requested or required. Lighthouse s current chair Is MT Rainey OBE. who Succeeded
Mark Powell on 11 October 2022. The Deputy Chair is Monika Barnes.
The Chief Executive Is responsible lor the day-to-day management of Lighlhouse and lor Implementing policies agreed by
the Board ol Trustee5. The Chief Executive Is assisted by four senior managers.
Board
MT Rainey (Chairl
Monika Barnes (Deputy Chairl
Donald Nordberg
Jane Webster
Alison Gannage-stewart
Tony Johnson
Channa Vithana
Caroline Gitsham
David Hoare
Sub-committee5
Capital Project
Finance
Health & Safety
Recruitment
Task & Flnlsh
Groups
Branding
Business Planning
I Strategy
Chief Executive
Senlor Management Team
Finance
Operations
Programming
Sales Sp Marketing (Dep. CEO)
In recent year5 we have introduced new operating procedures Including a new Health and Safety Policy. renewed Acce5S
Policy. Equality. Diversity b Inclusion Action Plan. Environmental Policy. Stall Handbook and Risk Regisier. which are
updated on an ongoing basis. Each ol these will be subject to revision following the learning curve of the pasl year and the
changes in the wider world.
Whilst the formal iraining budget has increased over the years, it remains limiied and so we continue to find opportunilies
lor ensuring continued investment and development opporlunities lor our team.
We continue to invest wherever we can In developing and supporting our people. The formalisation ol the Recruitment
Sub-committee at board level helped to faciliiate the identification and recruiiment of board members with the appropriate
skills and diverse backgrounds lo support the challenges lacing the organisation over the coming years.
We are pleased to have once again retained our Investors In People IIIPI award. We will strive to ensure that we continue to
meet Ihe IIP Standard structure and benchmark lor Improvement. to help our ieams to be the very best they can be and to
maintain their overall wellbeing.
www.lighthousÈpoole.to.uk

Report of the Directors
Governance
The direclors have Identified the benchmark lor free
reserves set by DCMS during the Cultural Recovery Fund
process ol eight weeks projected turnover 15 a helpful
siarling point and have re-articulated the organisation 5
reserves policy accordingly.
The company Is governed by Its Memorandum and
Articles of Association which were originally adopted on
13 May 1978. The Memorandum and Articles of the
charity were last updaled and adopted by Ihe board on 2
October 2012. For the trading company. these were last
updated and adopted by the Board on 22 July 2014.
Turnover In the year was £5.445k12023.. £4,608kl.
Notwithstanding the ellects ol Inflation. this Is in line with
general expectations lor a standard year. To mainlain free
reserves at a level of eight weeks ol turnover of this level
is £838k.
Trustee recruitment and training
When a vacancy arises potential trustee5 Wlth appropriate
gkillsare soughl using a variety of open recruitment
methods. The board. wilh the support of the recruitment
5ub-commiltee. Identifies candidale5 Wlth relevanl skills
and experience to ensure a balanced range ol expert15e.
In recent years. we have increased the strength of the
board, wilh members having backgrounds In education.
Oigiial. HR. PR. Marketing. Architecture. FEtB and
Operational ￿nageMent.
After transfers from designated funds. unreslricled funds
carried forward are £1.433k12023. £1.396kl and
excluding unreslricled funds represented by Tangible
Fixed Assets ol E895k12023.. 1836kl the balance ol free
reserves was £538k12023.. E560kl about live week5
projected iurnover. This relates io a timing difference in a
single large granl payment which reversed In Ihe mid-
April.
For comparison. the organisation maintains a detailed risk
register with risks value on the basis of Impact and
probability. The current total valuation ol the risk register
is 11.376k12023.. 11.256kl. with high and medium risks
valued ai a total of £1.356k12023. £1.199kl.
Appointments to the Board ol Poole Art5 Trust are made
within national guidelines ol best practice for charilable
organisations. Any positions Ihat become available are
reviewed against a core skills matrix which is aligne(J wilh
the business plan and our diversity and equality policies.
Posts are advertised. and applicants are invited to
complete applicalion5 prior lo interview. The Board may
consider direct recommendations to specifically skilled
P05l5 or secondments where particular expertise may be
required lor a limited period. The recruilment process Is
5upporled by Lighthouse HR with oversight from the
Board Recruitmeni Sub-commitiee. Final appointments
are approved by the Board.
Unrestricted Reserves
As al 31 March 2024. consolidated unrestricted reserves
totalled £2.061k12023 - £2.037kl. comprising £1,433k
12023 £1.396kl on Ihe undesignated element and a
fund balance of £628k12023 £640kl on the designated
reserves (see below).
During the year. the direclors have reviewed the Reserve5
Policy and have re-examined the Trust's requirements for
free reserves In the Iighl ol the predominant risks to the
organisation and ils working capiial.
The board met live times Iplus subgroups) in the year as
well as holding an Away Day.
Management policies
As a result. the directors believe that the free reserves
P051tion. being equal lo eight weeks of anticipated
turnover (see abovel. on unrestricted reserves Is
adequate. This view is Informed by the ongoing financial
Slraiegy to build financial resilience across the
organisation and the board s view ol progress to date.
Reserves and financial policies
As a result ol the events ol the previous two years. the
organisation has reviewed Its reserves policy and has
made changes to re-de5ignate the appropriate balances.
Designated reseFves
The approach now is to maintain unrestricted reserves at
a level 5ullicient to cover a weekly multiple ol lost
turnover In Iighl ol the overall risks lacing the
organisation and to maintain clesignated reserv￿ to
Support both exceptional maintenance costs and to
undenwrite specific artistic risks as aulhorised by the
board, In line with the charity s overall objects.
As at 31 March 2024 the balance on de51gnated reserve5
totalled E628k12025.. E640kl
These reserves are set a51de to assist In the twofold
purpose ol mitigating Ihe predominant risks to the
organisation over the coming periods and to underwrile
specific artlsl risks as ihe board may agree to pursue In
line wilh the charity5 objects.
As al the year-end cash on deposit totalled £2.488k
12025.. 12.252kl and net current assets was £1,185k12023'.
£1.249kl. The total ol unrestricted and designated funds
was E2.061k12023. £2.037kl.
Generally. where designated reserve5 are used lo
undenwrite artlslic risk, this would be with a clear
understanding of potential ROI and the board's minuted
approval.
www.lighthousÈpoole.to.uk

Report of the Directors
The general risk re5etve relates to those risk5 allecting
the ongoing resilience of the venue and organisation. In
the particular light ol continued uncertainly over Inflalion
and cosl pressures Ifor both the organisation and
audiencesl. consistency ol statutory funding slream5 and
Ihe ongoing ambition to maintain Lighthouse as a world
class facility within Poole and the Southwe5l.
provided by our core lunders. BCP Council and Arts
Council England.
People and organisation policies
Culture and Values
We have a motivated and committed team. an exciting
art5 programrNe and real and increasing confidence
5lemming from our clear business strategy. 5upporlive
team. and achievements during recent months.
Investment policy
In formulating an Investment policy. the Trust has
recognised thal whilst it may generally have surplus funds
to invest. these are likely io be called upon in the short
term. On a day-to-day basis surplus funds are collected
each evening by our bank and tjaced on deposit at zero
We aim to continue to strengthen the artistic
programming. rllarketing. and operations teams. resulling
in Improved programme performance. customer
experience and secondary Income.
The charity maintains a variety of deposit accounts In
order lo take up the opportunily of earning a higher rate
of Inlere5l on any cash balances not required for day to
day operating where this can be achieved.
The organisational values continue to be actively
embraced by the siaff team and underpin all of our
behaviour5 and organisational approach..
Aspiring
Welcoming
EKcellent
During the prior year. the organisation wa5 encouraged
under Ihe terms ol the 8usine55 Banking Switch lo leave
Royal Bank of Scotland. Co-operative Bank now provide
the organisation s currenl account lacililies.
Staff communications have always been a high priority.
with a planned programme that Includes annual
organisational meelings. weekly Internal newsletler
(Lighter Reading). rNonthly senior management team
meeiings quarterly all managemeni meetings and
regular 1-2-1's.
The increase in the Bank ol England base rate. and It's
associaied impaci on general banking has meant that the
organisation is now In a posilion lo benefit from earned
intere5l on Its cash holding5.
Creditor payment policy
We are proud lo continue to relain our Investor5 in
People staius and work hard to ensure our team
continue to feel valued and fully supported in their roles.
It is the Trust's policy to pay creditors in accordance wilh
payment terms agreed. Remembering Its responsibilities
to small local suppliers In the geographic area in which It
operates, this group of suppliers are generally paid before
large naiional or multinational companies. We have been
fortunate to have been able to maintain this commitment
to date.
As a local employer and cultural leader. we have
developed our provision of learning opportunities-
offering paid Internships. and lully-programmed work
experience placements lor local schoo15. as well as the
wider Crealive Engagemenl and Lighthouse Academy
programme.
Funding
Equity. Diversity. Inclusion & Belonging IEDIBI
The directors are satisfied that the Tru5l's assets are
available and adequate to fulfil ils obligaiions lor boih
restricted and unreslricled lund5.
Lighthouse s Equity. Diver51ty. Inclu510n & Belonging
Policy positively communicates our commilment to
promoling these values In Ihe community. In service
delivery and in employment practice. It is a priority area
and GOAL 5 01 our business plan. up to 40/0 of our work
in a normal year has a direct locus on growing and
maintaining diversity and equality.
Programme risk policy
A new method ol assessing programme risk wa5
introduced a number ol years ago. This has proven
immensely valuable to the building ol the programme.
We recognise the key part we have to play within the arts
in Poole and the South West In addre551ng social
inequality and Injustice and. supported by Ihe Cultural
Recovery Fund. commissioned a study In ihe previous
year to give Insight Into how Lighthouse can Improve Its
provision to a wider range ol diverse communities. These
recommendation5 have formed the basis ol our EDIB
aciion plan.
The promotion ol our own events Is Identified as the
highest risk. Each received show or event Is categorised
within a five-siep range of very high risk to low risk. The
programming team have again planned lor reduced
programme risk in 2024-25. but with some areas ol
higher expected return.
In order to deliver the range and quality ol events. there
will always be a degree of risk that cannot be mitigaled or
diversified away. This Is recogni5ed by way ol the grants
We are committed to ensuring thal our art5 programme
represents the cultural diversity ol the UK.
www.lighthousÈpoolÈ.to.uk

Report of the Directors
nolwithstanding the comparative levels of diversity in the
region iiself.
controlling. running. and operating the Trust on a day-
to-day basis. All ihe Trustees give of their time freely and
no trustee received remuneration In the year. Details ol
truslees expenses and related party transactions are
disc105ed in note5 5 and 12 to the accounts.
A key development In our HR Strategy in recent years ha5
been a programme ol internships that will create
meaningful career paihways Inio the arts. We continue to
be accredited under the 'Positive about Disability
scheme and are commitled to ollering people with a
disability lair access lo employment opportunilies. We
were active participants In the Governmeni's Kickstart
scheme with live placements across the organisation.
during the COVID period and immediate afterwards.
The pay ol all staff, Including the senior management
team. is reviewed annually by the board in it5 role as
remuneration commillee and Is normally Increased In
line with inflation. In view of the nature of the charity the
organisation benchmarks against other arls cenlres ol
51milar size and applies appropriate weightings in the light
of additional responsibilities and lor the marketabilily ol
the role.
Our Access policy includes affordable ticketing and many
5ubsidised evenls lor under 26's. Our 'Live 4 Five.
programme offer5 tickets lor £5 to young people under
the age 0126 and hundreds ol tickets are issued under
this scheme each year. A new fundraising programme
'Lighthouse Christmas Appeal. provides free theatre
tickets lo families and groups who would otherwise not
be able to altend.
Fundraising Standards
All fundraising undertaken by Lighthouse Is carried out
in-house and led by our internal Head of Fundraising. We
are lully registered and regulated by Ihe Fundraising
Regulator who maintains oversight in this area.
We continue to develop our Informal relationships with
community groups such as the Dorset Blind Association.
BCP Council Mental Health Forum. and Poole Stroke
Survivors Group to whom we have always offered a
regular place lo meet and socialise.
The protection and quality ol life of vulnerable people
and other members ol the public Is central to
Lighthouse s values and mission. We are hugely careful to
ensure fundraising prospects are ethically Identified and
siewarded and this Is always done on an individual basis.
in line wilh our fundraising policy Where a more general
fundraising scheme Is in place. we are careful to ensure
marketing materials do not represent an Intrusion.
persistent or otherwise. in ihe privacy of any member of
the public.
We are members ol the RADAR national key scheme as
well as the Poole Community Toilet Scheme.
Together with BCP and the Alzhe1rNer 5 Society, we have
a150 Continued to build an audience for cinem
gcreenings tailored for audience members suffering from
demenlia and Iheir carers. working with local groups to
reach and engage audiences.
Environmental Sustainability
The Board and Management ol Poole Arts Trust are
committed to championing Sound environmental and
susiainable values. principles. and practices in all we do.
We recogni5e the fine balance between endeavour and
SU5lainability on our natural environrnent.
Health & Safety
The health and safety ol staff, volunteers. visiting art15ts.
contractors. visitors and vi51ting members ol the public Is
of paramount Importance lo Poole Arls Tru5l.
Lighthouse's environmental sustainability policy ancl
action plan 15 updaled annually. This clearly set out our
impacls on the environment as a diverse bu51ness anol
our cornmitmenls to reducing Ihe5e Impacts. We are
focussed on managing and reducing our energy
consumption. waler. waste. supply and use ol resources
and services. It is anticipaled thal this plan will be subject
to a significant level revision In the next round ol overall
business planning.
These policie5 are actively managed throughoul the
business. These policies are subjeci to continuous review
and are re-published annually together with the stall
handbook.
We have continued many ol the approaches taken during
the pandemic period to maintain the underlying level ol
health and Safety.
We conlinue to work with Julie's Bicycle
to achieve full industry-standard
recognition. Julie's Bicycle compleied a lull post-capital
project assessment ol the building and are currently
undertaking a further updated building assessment lo
provide guidance on Improvemenls we can make lo the
building over the nexl business plan cycle.
We are delighted that In ihe last year, Ihere have again
been no reporiable Health & Safety Incidents at
Lighthouse. There continue to be no major Incidents.
and. throughout the business. the team recognises the
application of good practice In Heallh & Safety as a key
component in achieving our objectives as a venue and as
an ernployer.
Our programme of replacing legacy lighting with LED will
See the final element5 complete by the end of summer
2024. This will see a significant reduction in energy use In
th15 area. We are also revisiting options lor photo-voltaic
Pay Policy for Senior Staff
The Senior Management Team are the key management
personnel of the charity in charge of directing and
www.lighthousÈpoolÈ.to.uk

Report of the Directors
pane15 on the roof. given changes in the market Since the
previous review.
updated where necessary using past experience so that
the necessary steps can be iaken to lessen these risks.
The organisation's energy performance rating is. per
DECC certification. Grade B4L - placing the organi5ation
positively against Ihe average ol 100 points. Prior to the
2015-17 capital project the building was running at 25%
below the CIBSE benchmark for electrical energy and
53/. below for thermal energy. These figure5 are now
68/0 and 80/. below the typical benchmark. respectively.
This is a significant achievement.
The direclors continue to..
Clarify the responsibility ol management to
implemenl the directors. policy and Identify and
evaluate risks for their consideralion.
Communicate that employees have
responsibility for iniernal control as pari of their
accountability for achieving objectives.
Embed the conlrol system in the Trust's
operations so that It becomes part ol the cullure
ol the charity.
Develop systems to respond quickly to evolving
risks arising from factors within the Trust and to
changes in the external environmenl.
Include procedures for reporting failings
immediately lo appropriale levels of
rllanagemenl and the directors together with
deiails of correclive action being undertaken.
We have seen that as the years progress the benelils of
ongoing capital investment will coniinue to build. In the
future these will include Improvemenls in our waler
System to reduce wastage. on top ol - amongst other
things - increased use ol the opporlurities allorded by
the changes in building zoning giving rise to greater
elliciency throughout the venue. The aforemenlioned
work on the'Towards Net Zero. report will also feed inlo
these oulcomes.
Risk assessment and internal control
The directors continue lo place substantial emphasis on
the area of risk assessment. recognising that promoting
artistic work Is a volatile and unpredictable activity.
Business risks within the Trust are considered under the
areas ol operational. financial. and reputalional risks and
are reported upon on a frequent basis. The types of risk5
allecting the Trust are constantly under review. These are
The direclors are pleased to note that having monilored
the internal financial control systems during the year the
controls in place continue to conform lo guidelines
issued by Ihe Charity Commission. The Risk Register
continues to be reviewed and updated on an ongoing
basis by the board and senior management. wilh due
regard for the level of reserves. insurance and direct
organisational change required to mitigate these risks.
www.lighthousÈpoole.to.uk

Report of the Directors
Reference and Administrative Details
Registered and principal office
Chief Executive Officer and Senior
Management Team
Lighthouse. Poole's Cenire lor Arts
21 Kingland Road
Poole
Oorset
BH15 LUG
Elspeth McBain coniinued to serve as the Chief Executive
Officer.
The olher members ol the senior management team
during ihe year were Martyn Balson (General Manager).
Sara St George (Head ol Sales b Markelingloeputy CEO).
Tim Colegate IHead ol Programming) and Peler Wilson
(Head ol Financel.
Directors
The present membership of ihe Board is sei out below.
All directors Served throughout the year except where
indicated..
Bankers
The Co-operative Bank
2nd Floor.
St Paul's House.
10 Warwick Lane
London
EC4M 78P
Resigned on 23 May
2023 and
reappointed on 21
May 2024
Spencer Clarke
Donald Nordberg
MT Rainey (Chairl
Auditors
Hopper Williams Ep Bell Limited
Highland House. Mayflower Close
Chandler5 Ford
Eastleigh
Hampshire
S053 4AR
Jane Webster (Deputy Chairl
Monika Barnes
Alison Gannage-stewart
Tony Johnson
Solicitors
Wilsons Solicitors LLP
Alexandra House
St Johns Street
Salisbury
Wiltshire
SPI 2SB
Channa Vithana
Caroline Gitsham
David Hoare
Company Secretary
Registration numbers
Company.. OL368325
Charily." 275961
The company secretary is Peter Wilson.
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20

Report of the Directors
Directors. responsibilities for financial statements
The trustees (who are also directors ol Poole Arts Trust Limited for the purposes ol company lawl are responsible lor
preparing the Reporl of the Oireclors and the financial stalements In accordance with applicable law and United Kingdom
Accounting Standards (United Kingdom Generally Accepted Accounting Praclicel.
Company law require5 the directors to prepare financial statements lor each financial year which give a true and lair view ol
the state ol allairs ol the chariiable company and il5 subsidiary. and ol the Incoming resources and application ol resource5.
including the Income and expenditure. of the companies for that period. In preparing these financial statements. the
directors are required to.
select 5Ultable accounting policies and then apply them cons1Stently
observe the methods and principles In the Charities SORP..
makejudgments and estimates thal are reasonable and prudent..
$￿te whether applicable UK Accounting Standards have been followed. subject to any material departures disclosed
and explained in the financial stalemenls.. and
prepare the financial siatements on Ihe going concern basis unless il is inappropriate to presume that the charitable
company will conlinue in busines5.
The directors are responsible lor keeping proper accounting record5 that disc105e with reasonable accuracy at any time the
financial position of the charitable company and enable them to ensure that the financial statements comply wilh the
Companies Act 2006. They are a150 responsible lor safeguarding the assets ol the charitable company and Its sub51diary.
and hence for taking reasonable steps for the prevention and detection ol fraud and other irregularities.
In so lar as the Iru5tees are aware..
there is no relevant audil information of which the charitable companys auditor is unaware.. and
the trustees have taken all steps thal they ought to have taken to make themselves aware ol any relevant audit
information and to establish that the auditor is aware ol that Information.
The trustees are responsible lor Ihe maintenance and integrity ol the corporate and financial Information Included on the
charitable company s web51te. Leg151alion In Ihe United Kingdom governing the preparation and disseminalion ol financial
5tatement5 may differ from legislation in other jurisdictions.
Directors. interests
Each of Ihe directors 15 also a member of the company. The company has no share capital. but each member has
undertaken to contribute a mayimum of £1. il required. In Ihe event ol winding-up ol the company.
Signed on behalf ol the Board
MT Rainey OBE
Chair
Oate.. 01 Aug 2024
www.lighthousÈpoole.to.uk
21

Independent auditor's report to the members of Poole
Arts Trust Limited
Opinion
We have audited the financial stalemenls ol Poole Arts Trust Limited I'the parent Charity) and Its subsidiaries Ithe'Group'l
lor the year ended 31 March 2024 which comprise the consolidated statement ol financial aclivilies lincorporaling income
and expendilure account). Ihe consolidated balance sheets. the consolidated siatement ol cash flows. and notes to the
financial statements. Including significant accounting policies. The financial reporting framework that has been applied in
their preparalion Is applicable law and Uniled Kingdom Accounting Standards, Including FRS 102 The Financial Reporting
Standard applicable In the UK and Republic ol Ireland (United Kingdom Generally Accepted Accounling Practicel.
In our opinion. the financial statements..
give a true and lair view of the state of the Group's and of the parent Charity's allairs as at 31 March 2024 and of its
incoming resources and application of resources lor the year then ended".
have been properly prepared In accordance with United Kingdom Generally Accepted Accounting Practice.. and
have been prepared in accordance wilh the requirements of the Companies Act 2006.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our
responsibilities under those siandards are lurlher described in ihe Auditor s responsibilities for the audit of the financial
51atements section ol our report. We are independent ol the charitable company In accordance with the ethical
requirements that are relevant to our audit of Ihe financial staterNents In the UK. Including the FRC'S Ethical Standard. and
we have lullilled our other ethral responsibilities In accordance with these requirements. We believe that Ihe audit evidence
we have obtained is sullicient and appropriate io provide a basis for our opinion.
Conclusions relating to going concern
In auditing the financial statements. we have concluded thal the trustee5 use ol the going concern basis ol accounting in
the preparaiion of Ihe financial statements is appropriate.
Based on the work we have performed. we have not Identified any malerial uncertainties relating to events or conditions
Ihat. Individually or collectively. may cast significant doubt on the Group and the parent Charity s abilily to coniinue as a
going concern lor a period ol at least 12 months from when the financial slatements are aulhorised lor Issue.
Our re5pon51bilities and the re5pon51bililies ol the trustees with respecl to going concern are described In the relevant
geciions of this report.
Other information
The olher Information comprises the information included In the annual reporl. including the Trustee and Sirategic Report.
other than the financial staiements and our auditor s report thereon. The trustees are responsible lor Ihe Oiher Information
conlained within the annual report. Our opinion on the financial statement5 does nol cover the other Information and.
except to the exlent otherwise explicitly stated in our report. we do not express any form of assurance concluslon thereon.
Our responsibility is lo read the other information and. In doing 50. consider whelher the other Informatlon 15 materially
inconsi5tenl with the financial statements or our knowledge obtained in the course ol the audit. or olherwise appears to be
Material￿ misStaled.11 we Idenlily such material Inconsistencies or apparent material mi5Statements. we are required to
determine whether this gives rise io a maierial missiatemeni In the financial statements themselves. If. based on ihe work
we have performed. we conclude that there is a material m1551atement ol this other Information. we are required lo report
thal fact.
We have nothing to report In this regard.
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22

Opinions on other matters prescribed by the Companies Act 2006
In our opinion. based on the work undertaken In the course of Ihe audit".
the information given in the Trustee and Strategic report. which includes the strategic report and the director5 report
prepared for Ihe purposes of company law. for the financial year for which Ihe financial statements are prepared is
cons151enl with the firEncial stalements.. and
the strategic report and the directors report Included within the Trustee and Strategic Report have been prepared in
accordance with applicable legal requirements.
Matters on which we are required to report by exception
In the lighi of the knowledge and understanding ol the company and Its environment obiained in the course of the audil.
we have not identified material misstatements In Ihe directors report and slralegic report included within the Trustee and
Strategic Report.
We have noihing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to
report to you if, in our opinion..
adequate and proper accounling records have not been kept. or returns adequate lor our audit have not been received
from branches not visited by us.. or
the financial statements are not In agreement with the accounting records and relurns.. or
certain disclosures ol trustees, remuneration specified by law are not made. or
we have not received all the Information anLI explanations we require lor our audit
Responsibilities of trustees
As explained more fully In the trustees responsibilities slatement set out on page 21. the trustee5 Iwho are also the directors
of the pareni Charity lor the purposes ol corNpany lawl are re5pon51ble lor the preparation ol the financial statements and
for being satisfied Ihat they give a true and lair view. and for such Internal control as ihe trustees determine Is necessary to
enable the preparation ol financial statement5 that are free from material misstatement. whether due to fraud or error.
In preparing the financial statements, the irustees are responsible lor assessing the Group and pareni Charity s ability to
continue as a going concern, disclosing. as applicable. mallers related lo going concern and using the going concern basis
of accounting unless the Irustees either Intend to liquidate the company or to cease operation5. or have no realistic
alternative but lo do so.
Auditor's responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable asgurance about whether the financial statemenis as a whole are free from maierial
mi55tatement. whether due to fraud or error. and to Issue an auditor s report that Includes our opinion. Reasonable
assurance Is a high level ol assurance. but Is not a guarantee that an audil conducted in accordance with ISAS IUKI will
always detecl a material misstatement when il exists.
Misstatements can ar15e from fraud or error and are considered malerial if. Individually or In the aggregale. they could
reasonably be expected to Influence the econorllic deci510ns ol users taken on the basis of these financial statemenls.
Irregularities. Including fraud. are Instances ol non-compliance with laws and regulation5. We design procedures In line with
our responsibililies. outlined above. to deteci maierial missiatements in respect of Irregularilies. including fraud. Due io the
inherent Iimilations of an audit. there Is a risk that we will not detect all Irregularities even though the audil has been
properly planned and performed In accordance with the Is￿ IUKI. The extent to which our procedures are capable ol
detecting Irregularities. Including fraud Is detailed below..
We obtained an undersianding ol the legal and regulatory frameworks ihat are applicable to the parent and group. and
the sectors In which they operate. These include but are not limited to compliance with the Companies Act 2006. UK
Generally Accepted Accounting Practice and the relevanl tax compliance regulations.
We obtained an understanding ol how Ihe company is complying with Ihese frameworks through discussions with
managemeni.
We enquired with management whether there were any instances of non-compliance with laws and regulations or
whether they had knowledge ol actual or suspected fraud. These enquiries are corroborated through follow-up audit
procedures including but not limited lo a review ol legal and prole5510nal costs. correspondence. and a review ol board
minutes.
We assessed the susceptibility ol the company s financial statemenis to material misstatement, including the risk of
fraud and managemenl override ol controls. We designed our audit procedures lo respond lo this asse55menl.
www.lighthousÈpoolÈ.to.uk
23

including the identification and testing of any related party transaclions and the testing oljournal Iran5actions that arise
from management estimaies, Ihat are determined io be of significant value or unusual In their nature.
We assessed the appropriateness ol the collective competence and capabilities ol the engagement team. Including
consideration ol the engagement team s knowledge and understanding of the industry In which the company operates
in. and their praciical experience through training and participation with audit engagements of a similar nature.
A further description ol our responsibilities Is available on the Financial Reporting Council's website at..
This descripiion forms pari of our auditor's report.
Use of our report
This reporl is made solely to the parent Charity's members. as a body. In accordance with Chapter 3 of Part 16 01 the
Companies Act 2006. Our audit work has been undertaken so that we might stale to the parent Charity's rnembers those
matter5 we are required to stale lo them In an auditor's report and for no other purpose. To the fullest extent permitted by
law. we do noi accept or assume responsibility to anyone other than the parent Charily and the parent Charily s members
a5 a body. lor our audit work. for this reporl. or for the opinions we have formed.
Michaela Johns Isenior Statutory Auditor)
For and on behalf ol Hopper Williams £1 Bell Limiied. Statutory Auditor
Highland House
Mayflower Close
Chandlers Ford
Eastleigh
S053 4AR
01 Aug 2024
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**Notes to the financial statements** 






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Notes to the financial statements
Stocks
Stocks are valued at the lower of cost. being purchase price. and net realisable value. and comprise tkr stocks. food.
confectionery. and consumables.
Investments
Investments comprise cash deposils held lor Investmenl purposes in deposit accounts with access greater than 90 day5.
There 15 a planned programme to draw on these deposits to fund our growth.
Financial instruments
The trusl only has financial asset5 and financial liabilities ol a kind that qualify as basic financial instrumenl5. Ba51c financial
instrumenls are Initially recognised at transaction value and subsequently measured at their settlement value.
Liquid resources
Liquid resource5 include amounts In bank deposits that are Immediately accessible by the Trust.
Recognition of liabilities
Liabilities are recognised within the financial statements in respect ol all expendilure lor which the entity has a measurable
obligation. be It constructive or legal. at the balance sheet dale. Any expenditure which is commitied to. but not measurable
at this time. Is disclosed within the notes to the financial statemenls as a contingent liability.
Contributions to pension funds
Oelined Contribution Scheme
The pension c05l5 charged in theyear represent the amounl of the contributions payable to the group personal pension plan
in respect ol the accounting period. The asse15 01 the scheme are held separalely from those of the trust in an independently
admin15tered scheme.
Taxation
The charity is exempt from corporation tax as all ils income Is charilable and is applied for charitable purposes. The charity's
trading subsicliary gift ai(È any available profits to Ihe parent charity. Theatre tax relief Is calculaied as a proportion ol the
income and core expenditure Incurred. wilhin the trading sub51diary. on the theatre production In respecl ol the accounting
period.
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34

Notes to the financial statements
l. Surplus l (deficit) for the year
2024
2023
Not
Total
Total
Incoming Resources
Tumover
Ticket Income
Other ¢irecl programme income
Rental income
Bars, caterin9. merchancjising. etc
Trading company
Funojraising
Inierest receivable
Theatre tax relief
Other ojonations
Other unrestricted donation5
Other Income
Legacie5
Sponsorship income
2.613.790
926.167
460.873
592.298
834.709
13.015
23.221
17.018
85.667
4.768
733
2.161.136
734.584
464,628
489,510
758.331
28.507
2.232
5.009
8.000
4.500
Turnover
Grant Income
Arts Council Englan¢J
BCP Council
Other Grants
DCCI Kick Siarlers
National Theatre Connection5
5.576.759
4.651,937
348.510
431.000
354,806
431.188
585
2.876
4.700
5.000
Grant Inc¢)me
784.510
794,155
Total Incoming Resources
Resources Expended
6.361269
5.446,092
Cost of Sales
Direct programme and event costs
Trading company
Bar5, c3lering. merchandising. etc.
3.143.893
587.777
530.761
2.647.131
555.142
425,270
Total Cost of Sale5
4262.431
3,627.543
Administrative Expenditure
Establishment costs
M3rkeliDg and publicity
Suppori costs
Total Adminislrative Expendilure
630.535
475.046
998.313
524.110
485.123
868,748
2.103.894
1.877.981
Total Resources Expended before
Restricte(J Depreciation
6.366.325
5.505.524
Net ￿rplUS I (Delicitl before
Restricle(J Depreciation
Restricted depreciation
15.056)
159,4321
1168.2281
1168.2281
Nel Surplus I IDeficit) after Restricted
Depreciation
1173.2841
1227,6601
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35

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```
═══════════════════════════════════════════════════
```

www.lighthousepoole.co.uk 

**37** 



**Notes to the financial statements** 






























|`══════`|`══════`|
|---|---|
|`══════`|`══════`|






























|`─────────────────────────────────────`|**`───────`**|
|---|---|
|`─────────────────────────────────────`|**`───────`**|
|`─────────────────────────────────────`|**`───────`**|
|`─────────────────────────────────────`|**`───────`**|
|`═════════════════════════════════════`|**`═══════`**|
|`═════════════════════════════════════`|**`═══════`**|



**Charity** 

www.lighthousepoole.co.uk 

**38** 



**Notes to the financial statements** 


























|`─────────────────────────────────────`|**`───────`**|
|---|---|
|`─────────────────────────────────────`|**`───────`**|
|`─────────────────────────────────────`|**`───────`**|
|`─────────────────────────────────────`|**`───────`**|
|`═════════════════════════════════════`|**`═══════`**|
|`═════════════════════════════════════`|**`═══════`**|
































|`─────────────────`|`──────────────────`|
|---|---|
|`═════════════════`|`══════════════════`|
|`─────────────────`|`──────────────────`|
|`═════════════════`|`══════════════════`|



www.lighthousepoole.co.uk 

**39** 



**Notes to the financial statements** 



















|`══════════════════`|`═════════════════`|
|---|---|
|`──────────────────`|`──────────────────`|
|`──────────────────`|`──────────────────`|
|`══════════════════`|`══════════════════`|
|`──────────────────`|`─────────────────`|
|`══════════════════`|`═════════════════`|




















www.lighthousepoole.co.uk 

**40** 



**Notes to the financial statements** 






































|`───────`|`───────`|`───────`|`───────`|
|---|---|---|---|
|`───────`|`───────`|`───────`|`───────`|
|`═══════`|`═══════`|`═══════`|`═══════`|
|`───────`|`───────`|`───────`|`───────`|
|`───────`|`───────`|`───────`|`───────`|
|`═══════`|`═══════`|`═══════`|`═══════`|



www.lighthousepoole.co.uk 

**41** 



**Notes to the financial statements** 
































|**`─────────────────────`**|**`──────`**|
|---|---|
|**`─────────────────────`**|**`──────`**|
|`═════════════════════`|**`══════`**|












































|`────────────────────`|**`───────`**|
|---|---|
|`────────────────────`|`──`**`─────`**|
|`════════════════════`|**`═══════`**|
































|`────────────────────`|**`───────`**|
|---|---|
|`════════════════════`|`══`**`═════`**|

























www.lighthousepoole.co.uk 

**42** 



**Notes to the financial statements** 




























|`──────`|`──────`|**`───────`**|
|---|---|---|
|`══════`|`══════`|**`═══════`**|























- 

- 






- 

- 


















. 

www.lighthousepoole.co.uk 

**43** 



**Notes to the financial statements** 














```
═══════════
```




































||`──────`||`──────`|
|---|---|---|---|
||`──────`||`──────`|
||`══════`||`══════`|
|`──────`||`──────`|`──────`|
|`══════`||`══════`|`══════`|












www.lighthousepoole.co.uk 

**44** 




## **Issuer** 

HWB Chartered Accountants 

**Document generated** Thu, 18th Jul 2024 9:30:53 BST 

**Document fingerprint** c5086c86c80024feff90cc7905bc8dd8 

## **Parties involved with this document** 

## **Document processed** 

## **Party + Fingerprint** 

Thu, 1st Aug 2024 13:16:41 BST Thu, 1st Aug 2024 13:22:47 BST Thu, 1st Aug 2024 13:22:47 BST Thu, 1st Aug 2024 13:22:47 BST 

MT Rainey - Signer (608d568d05754f305bf96763c6e0adad) Michaela Johns - Signer (13bfb575caec2b976c762514f0280c7d) Matt Pickett - Copied In (4e9d9a26f118b00b52d51ac96b5f5035) Pete Wilson - Copied In (bbf93bdca35a256a814e145d511596b0) 

## **Audit history log** 

**Date Action** Thu, 18th Jul 2024 9:30:53 BST Envelope generated by Accounts Department172.166.116.178 Thu, 18th Jul 2024 9:30:55 BST Document generated with fingerprint 487897e0b97c4e94d6e1e7617017ee08172.166.116.178 Thu, 18th Jul 2024 9:30:55 BST Document generated with fingerprint 540a7e17046837fa47e2213514877910172.166.116.178 Thu, 18th Jul 2024 9:30:55 BST Document generated with fingerprint f34ec81597054f17e8764df4e75f5ed1172.166.116.178 Thu, 18th Jul 2024 9:30:55 BST Document generated with fingerprint 3852ed452c1ab3cb29ef43ec0a8831df172.166.116.178 Fri, 19th Jul 2024 14:59:07 BST Document generated with fingerprint 43efe55469e81e75120c55ee6cbba9ab20.68.218.110 Fri, 19th Jul 2024 15:03:16 BST Document generated with fingerprint c5086c86c80024feff90cc7905bc8dd820.68.218.110 Mon, 22nd Jul 2024 15:14:26 BST Document emailed to MT@MTRainey.com35.178.168.225 Mon, 22nd Jul 2024 15:14:26 BST Sent the envelope to MT Rainey (MT@MTRainey.com) for signing172.167.152.122 

Thu, 25th Jul 2024 15:10:08 BST Thu, 25th Jul 2024 15:15:49 BST Sun, 28th Jul 2024 15:11:06 BST Sun, 28th Jul 2024 15:26:28 BST 

Document emailed to MT@MTRainey.com13.40.23.250 MT Rainey opened the document email.104.28.40.144 Document emailed to MT@MTRainey.com3.8.196.34 MT Rainey opened the document email.104.28.110.103 



Wed, 31st Jul 2024 15:12:06 BST Wed, 31st Jul 2024 15:51:27 BST Wed, 31st Jul 2024 16:04:49 BST Thu, 1st Aug 2024 10:22:28 BST Thu, 1st Aug 2024 10:31:11 BST Thu, 1st Aug 2024 10:49:14 BST Thu, 1st Aug 2024 13:14:27 BST Thu, 1st Aug 2024 13:14:41 BST Thu, 1st Aug 2024 13:16:41 BST Thu, 1st Aug 2024 13:16:41 BST 

Thu, 1st Aug 2024 13:16:41 BST Thu, 1st Aug 2024 13:16:42 BST Thu, 1st Aug 2024 13:22:00 BST Thu, 1st Aug 2024 13:22:47 BST Thu, 1st Aug 2024 13:22:47 BST 

Thu, 1st Aug 2024 13:22:47 BST 

Thu, 1st Aug 2024 13:22:47 BST Thu, 1st Aug 2024 13:22:48 BST Thu, 1st Aug 2024 13:22:48 BST Thu, 1st Aug 2024 13:22:48 BST Tue, 6th Aug 2024 12:30:45 BST Tue, 6th Aug 2024 12:32:48 BST 

Document emailed to MT@MTRainey.com35.179.91.54 MT Rainey opened the document email.104.28.40.147 MT Rainey opened the document email.104.28.40.140 MT Rainey opened the document email.89.197.196.190 MT Rainey opened the document email.172.166.194.139 MT Rainey opened the document email.172.166.194.139 MT Rainey opened the document email.172.226.114.16 MT Rainey viewed the envelope176.26.173.159 MT Rainey signed the envelope176.26.173.159 

Sent the envelope to Michaela Johns (michaela.johns@hwb-accountants.com) for signing176.26.173.159 Document emailed to michaela.johns@hwb-accountants.com3.10.53.139 MT Rainey viewed the envelope176.26.173.159 Michaela Johns viewed the envelope172.166.194.139 Michaela Johns signed the envelope172.166.194.139 

Sent the envelope to Matt Pickett (matt.pickett@hwb-accountants.com) for signing172.166.194.139 

Sent the envelope to Pete Wilson (pete.wilson@lighthousepoole.co.uk) for signing172.166.194.139 

This envelope has been signed by all parties172.166.194.139 Michaela Johns viewed the envelope172.166.194.139 

Document emailed to matt.pickett@hwb-accountants.com52.56.199.243 Document emailed to pete.wilson@lighthousepoole.co.uk18.134.3.211 MT Rainey viewed the envelope172.167.184.116 MT Rainey viewed the envelope172.167.184.116